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a leader operate as a transformational leader and the quality of exchange is high, it creates high affective commitment among employees. The rate of affective commitment is related with personal and organizational factors and characteristics and work experience of an employee. So, now it is clear that there is a relation, and what that relation is. However, it is interesting to know how leaders can have an influence on this and so create a high quality of exchange.

According to Shamir, House, & Arthur (1993) transformational leaders are capable to have an influence on the organizational commitment of employees by ' promoting higher levels of intrinsic value associated with goal accomplishment, emphasizing the linkages between follower effort and goal achievement, and by creating a higher level of personal commitment on the part of the leader and followers to a common vision, mission, and organizational goals.' But how can transformational achieve these goals. Avolio (1999) argued that 'transformational leaders influence followers' organizational commitment by encouraging followers to think critically by using novel approaches, involving followers in decision-making processes, inspiring loyalty, while recognizing and appreciating the different needs of each follower to develop his or her personal potential.' In summary, transformational leaders can have an influence on the affective part of commitment. They need to get their employees involved by the organization. There are different components that has an influence on the commitment. For example, the involvement of an employee in the decision-making is an important issue to create commitment among employees.

3.3 Psychological influence on commitment of employees
Another issue that cannot be underestimate is the psychological influence that transformational leaders can have on organizational commitment. In this paragraph will be explained what several researches suggested about this subject.

Transformational leaders can have an influence on several aspects such that employees are capable to get everything out of themselves (Lowe et al., 1996). 'Aspirations, identities, needs and preferences' are some of these aspects that Lowe et al. (1996) argued about in his literature review. Transformational leaders are able to ensure that employees wants to identify with them. Transformational leaders have the potential to make clear towards their employees how essential a wealthy career and future is. That is how they can create committed and motivated employees, because their employees want to meet this expectations (Avolio et al., 2004).

As mentioned earlier commitment is one of the factors that has an great influence on performance. Several researches pointed out that these leaders try to create a working climate which results in good performances. They try to do it with 'their enthusiasm, high moral standards, integrity, and optimism and provide meaning and challenge to their followers' work, enhancing followers' level of self-efficacy, confidence, meaning, and self-determination' (Avolio et al., 2004). Leaders are constant seeking for different ways to let employees perform well. Transformational leaders wants give their subordinates new insight of getting things done. They try to intellectual stimulate them. (Bass & Avolio, 1997). As mentioned earlier it is from great importance to give employees responsibility and get